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It’s time to extend the benefits of Scrum—greater agility, higher-quality products, and lower costs—from individual teams to your entire enterprise. However, with Scrum’s lack of prescribed rules, the friction of change can be challenging as people struggle to break from old project management habits. In this book, agile-process revolution leader Ken Schwaber takes you through change management—for your organizational and interpersonal processes—explaining how to successfully adopt Scrum across your entire organization.

A cofounder of Scrum, Ken draws from decades of experience, answering your questions through case studies of proven practices and processes. With them, you’ll learn how to adopt—and adapt—Scrum in the enterprise. And gain profound levels of transparency into your development processes.

About the Author

A 30-year veteran of the software development industry, Ken Schwaber is a leader of the agile process revolution and one of the developers of the Scrum process. A signatory of the Agile Manifesto in 2001, he subsequently founded the Agile Alliance and the Scrum Alliance. Ken authored Agile Project Management with Scrum and coauthored Agile Software Development with Scrum and has helped train more than 47,000 certified ScrumMasters.

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I recently run a large project (~100 people) under a structure very similar to the organization described by Ken in this book:-one product: a large web site-8 scrum teams: 6 service teams, 1 IT team, 1 CM team-scrum of scrum: team composed of senior engineers from each scrum focused on global code integration, standard / API definitions, run by uber scrum master and uber product owner-meta scrum: team composed of local scrum masters (problem raisers) and executives (problem solvers) focused on organizational issues, run by uber scrum master

The results?-a product delivered within a deadline of 18 weeks (the last product of similar size and complexity was delivered in 18 months and was mostly unsuccessful)-a very happy product owner (financial outcome better than expected, all key features delivered)-best quality software ever written in the company (best as from a technical debt perspective, and great architecture paradigm)-fantastic morale in the team

This book is written for people that understand scrum and are ready to think it to the next level. It clearly outlines a simple and powerful framework to roll out scrum across the enterprise and achieve great coordination in scalable manner in large projects. This is not an "enterprise scrum". It is the same scrum applied to the enterprise.Some might miss details on tactical implementation which the book doesn't try to address. Why? I think because it is scrum and details have been written about over and over. So how do you attack your big impediments? Run Ken's framework and let it to the self-organization of the teams! It is scrum after all.

I've been involved with the introduction of Agile methods and other process improvements in several large enterprises, and I have learned-that there are no cookbooks-that there is no process or set of practices that will work for everyone-that as hard as it is to influence people to take on new practices, it is even harder to get the rest of the organization to accept the implications of these changes

This book does not prescribe a solution to all problems. The author I expect knows well that there is no such prescriptive solution (in his own words, "We want rules to follow, but life and product development are too complex for a single set of rules to suffice in all circumstances."). The book also does not delve into the depths of systems dynamics and org change- areas that are important in the change effort, but are explored by countless other sources. I believe that this is a strength, as it allows the book to be a focused, easy read without distraction.

This book does provide an implementation framework, plain and simple - a basic, repeatable, evolutionary framework for the introduction of Scrum to an enterprise, including feedback loops that will ensure that the right people know of challenges, and techniques to repeatably adjust the plan so that the effort is continuously improving. Following this, progress is very likely, and if the effort ends, it will be either due to success or to the conscious choice of those involved to stop further improvement.

I've seen many process improvement efforts flounder in large companies- often due to the process that was followed to run them. An approach such as that recommended in this book will at least ensure that the process to effect the improvement is not in the way itself, and is in fact an enabler.

I read this book based on Mike Cohn's recommendation. However, I was extremely disappointed in it.

The book starts out telling you what to do to manage Scrum throughout an enterprise. The only problem is the approach given assumes the entire enterprise has embraced using Scrum. I have never seen this. The real problem is typically getting the enterprise to embrace Scrum. The book gives little insight in how to do this. Integrating processes across teams and how to get organizations that work in competition with each other now to cooperate is pretty much ignored.

The rest of the book poses problems and tells you what you need to do, but rarely tells you how to do it. Most often, we are simply told to let the team figure it out. Sort of like a financial analyst telling you - "what you have to do is figure out how to buy stocks when they are low, and then sell them when the stocks go higher." Uh, OK, but _how_ do I do that? The book doesn't quite ever tell us.

The book also tells us about how the core of a system can become dead and tells us we have to stop this. But how? No advice is given on how to write tests or quality code or how to do integration across an Enterprise. In fact, almost nothing about writing code exists in the book. It's as if by following process entirely we can solve all of our problems with code quality, tests, integration, etc ...

My experience with Scrum teams and management is that you must give them reasons to expand Scrum beyond the team or you must explain to them how Scrum can scale when technical problems exist. How do you manage designs across multiple teams? How do you ensure re-use of common modules? How do you manage the dependencies between teams? These are all good questions which go both unasked and unanswered.

I'll admit that I didn't finish the book. After reading about 2/3rds through it I skimmed the rest because it didn't look like any value was coming forward from it.

Two books that I find much more useful are Scaling Software Agility: Best Practices for Large Enterprises by Dean Leffingwell and Agile Software Development in the Large: Diving Into the Deep by Jutta Eckstein